Good Practice Guidelines for Setting Up a Befriending … · Project Planning P 4-5 Policies and...

Good Practice

Guidelines

for Setting Up a

Befriending Service

INDEX

Introduction P 3

Project Planning P 4-5

Policies and Procedures P 6

Risk Management P 7

Safeguarding Vulnerable Groups P 8

Insurance P 9

Referral Process P 10

Client Assessment P 11

Sample Client Referral Form P 12

Developing a Volunteer Role Description P 13-14

Recruiting and Selecting Volunteers P 15

Sample Volunteer Application Form P 16-17

Declaration and Consent Form P 18-19

References P 20

Sample Reference Form P 21-22

Interview P 23-24

Volunteer Induction P 25

Volunteer Support and Supervision P 26-27

Matching Process P 28

Boundaries P 29

First Meeting P 30

Endings P 31

Monitoring and Evaluation P 32-33

Useful Contacts P 34-35

INTRODUCTION

Guidelines for Setting Up a Befriending Service

This publication has been produced by Volunteer Now in

collaboration with the Belfast Befriending Network (50+).

Organisations who have contributed to the development of this

publication are: Action MS, Action on Disability, Belfast Central

Mission, Leonard Cheshire Disability, May Street Presbyterian

Church, NI Chest, Heart and Stroke and South Belfast Male Care.

Belfast Health & Social Care Trust funds a number of services for

older people in Belfast and supports the work of the Belfast

Befriending Network (50+).

The publication has been produced as a starter pack for groups

thinking of developing a new befriending service.

The publication provides good practice guidance around setting up

and running a befriending service.

The publication also signposts to organisations who can provide

further information and guidance around befriending and managing

volunteers.

Launch of Befriending Network (50+) - November 2011 Frank Johnston, Volunteer Now; Sandra Adair, Volunteer Now; Cllr Niall O’Donnghaile and Sandra Cullen, Belfast

Health & Social Care Trust.

PROJECT PLANNING

Good planning is essential before setting out to establish a befriending

service and recruit volunteers. Planning should always take into account

resources available. The following areas should be considered when

planning a befriending service.

How do we know the service is needed?

To identify the need for befriending, it is useful to carry out some prior

research to show that there is a requirement for the service e.g. record

all requests made to your organisation for a befriending service, consult

with statutory bodies who may make use of the scheme you are

planning or hold a public meeting with relevant stakeholders.

Are Volunteer Befrienders the right people to provide this service?

It is very important from the outset to consider why you are involving

volunteers to deliver the service and what the volunteer’s role will be.

Are there benefits for the volunteer, e.g. in terms of combating their own

loneliness? Consider the tasks and responsibilities of the volunteer and

the needs of the people who will receive the service.

Who will manage the service and what will it involve?

Most befriending schemes are managed by a paid member of staff

dedicated to that role and may receive support from other departments

including business support, finance, fundraising and policy.

Managing a befriending scheme involves a number of time intensive

tasks and responsibilities which may include:

Project planning

Developing policies and procedures

Completing funding applications

Recruiting and selecting volunteers

Managing and motivating volunteers including: induction, training and

supervision

PROJECT PLANNING (cont)

Processing referrals

Completing client assessments

Matching volunteers with clients

Monitoring and evaluation of the scheme

Maintaining regular contact with clients and volunteers

Processing volunteer expense forms

Observing health and safety legislation and good practice.

Aims: It is important to consider at the outset who the scheme will

support (client group and geographical area) and what the scheme will

set out to achieve.

Objectives: Once the scheme aims have been established it is

important to agree upon objectives; the methods by which you will

achieve your aims. Objectives should be specific and measurable e.g.

recruit and train 20 volunteers within the first year, match 20 volunteers

to 20 clients, deliver 400 hours of befriending each month.

Outcomes: The impact, changes, benefits, learning and other effects

that will occur as a result of the scheme e.g. with older people, they

might be about reducing social isolation, with ex-prisoners, they might

be about reducing re-offending which will in turn have a wider impact in

society. Outcomes may be expected or unexpected and can be positive

or negative.

Outputs: The activities that the scheme will generate e.g. visits,

training, newsletters, outings etc.

Organisations need to consider how the objectives, outcomes and

outputs will be measured. This will be covered in the Monitoring and

Evaluation section of these guidelines on pages 32-33.

POLICIES AND PROCEDURES

Good practice requires organisations to have policies and procedures in

place to govern the day-to-day operation of activities. Having policies

and procedures in place will help ensure fairness, good practice and to

manage risks associated with the scheme. In turn this will benefit and

protect volunteers, the organisation and clients.

Any organisation involving volunteers in its activities should have a

Volunteer Policy in place.

A Volunteer Policy should cover the following:

Statement of values around the involvement of volunteers.

Important procedures and practices in working with volunteers that

covers the recruitment and selection of volunteers and management

of volunteers including induction, support and supervision.

The Volunteer Policy should also refer to other relevant policies and

procedures including:

Health & Safety

Expenses

Complaints/grievances

Data protection

Confidentiality

Problem solving

Code of conduct/code of behaviour

Equal opportunities

Inclusion and diversity

Lone working

Safeguarding vulnerable adults/child protection.

For assistance in drawing up a Volunteer Policy or other policies and

procedures contact Volunteer Now on 028 9023 2020.

RISK MANAGEMENT

The aim of risk management is to control and minimise risk and its

impact as far as possible. While it is never possible to eliminate risk

entirely, it can be reduced through good planning and procedures.

It is essential to carry out a risk assessment before commencing the

scheme to protect clients, volunteers and the organisation.

The risk assessment process should involve four key steps:

Identify the risks for those involved in befriending and these may

include lone working, working with vulnerable groups, abuse from

either party, personal injury, travelling at night, stressful

circumstances and breach of confidentiality. These are just a few of

the potential risks.

Evaluate the risks according to the likelihood of the risk occurring and

the consequence of the risk e.g. the likelihood of a volunteer abusing

a befriending client may be low but the impact of this risk if it did

occur would be very high.

Manage/control the risk by identifying and implementing measures

for reducing the risk. Measures to manage risk may include AccessNI

checks, references, good recruitment and selection processes,

support and supervision procedures, insurance and policies such as

confidentiality and code of conduct.

Regularly review the risk assessment. It is important to record all

information and regularly review and update the risk assessment. It is

good practice to review risk assessments at least once per year and

when changes take place within the scheme e.g. new tasks, new

volunteers/clients, new venues etc.

SAFEGUARDING VULNERABLE GROUPS

If your befriending scheme involves staff and volunteers working with

either vulnerable adults or children you have a responsibility to have

policies and procedures in place to ensure the safety of these

vulnerable groups. Where legally required under the Safeguarding

Vulnerable Groups (Northern Ireland) Order 2007, an Enhanced

Disclosure should be carried out through AccessNI.

For information on standards and guidance for good practice in

safeguarding vulnerable adults, please refer to the publication

Safeguarding Vulnerable Adults: A Shared Responsibility.

For information on standards and practice for the protection of children

and young people, please refer to the publications Getting It Right and

Our Duty to Care.

Both publications are endorsed by the Department of Health, Social

Services and Public Safety (DHSSPS) and are available on the

Volunteer Now website publications section at

www.volunteernow.co.uk/publications

For further information and guidance, please contact the Volunteer Now

Safeguarding Team on 028 9023 2020.

INSURANCE

Volunteers involved in your organisation may expose themselves to

risks from time to time. Organisations or volunteers can be found legally

liable if something goes wrong. Volunteers may risk personal injury or

liability arising from the course of their volunteering or loss or damage to

their own property. It is in everyone’s best interest to ensure that

adequate insurance cover is provided.

Your organisation may have a responsibility for damage, loss or injury

experienced by volunteers but also for any loss, damage or injury

caused by negligent acts of volunteers. If a volunteer acts improperly or

in an incompetent way, and the organisation was directing the activity of

the volunteer, it could be held liable. No group can afford to operate

without adequate insurance and run the risk of a claim for damages

being taken against them. However it is equally important that your

organisation takes steps to minimise the risks of a claim. The key to

good insurance, is good risk management.

Organisations will need to get in touch with their insurance company to

ensure they are covered for involving volunteers; do not assume that

any insurance covering employees within the organisation will also

apply to volunteers. The insurance company should be informed of all

tasks that the befrienders will be undertaking and where activities will

take place.

Volunteers who will be using their cars as part of their befriending role

(e.g. for taking clients on outings) should be informed by the

organisation that it is essential for them to let their insurance company

know that they will be using their car for volunteering and should ask for

written confirmation from their insurance company that they are covered

for this purpose; this should not incur any extra costs.

REFERRAL PROCESS

Having identified the aims of the scheme and the role of volunteers, it is

necessary to decide how referrals can be made.

The following issues should be considered:

The referral process should be the same for all to ensure fairness.

Referral agents should be given clear, appropriate information about

the scheme, eligibility criteria and what the volunteer will and will not

be expected to do.

Eligibility criteria: this will depend on the aims of the scheme and the

client group supported. You may need to take into account factors

such as age, location and physical or mental health. You may also

need to take into account other factors such as the level of support

the person already receives from other agencies or the risk of social

isolation.

How can a referral be made? Will the scheme accept self referrals or

do referrals need to come from an agency e.g. Probation Officer,

Youth Services, Health & Social Services?

How will the scheme be promoted to ensure that eligible clients are

being reached?

A standard referral form should be available to gather appropriate

information to help assess the client's suitability for the scheme

Ensure that all referrals are followed up in a prompt and timely

manner.

The organisation should maintain regular contact with referral agents

If a person does not meet the referral criteria they should be informed

promptly and reasons should be explained.

Consider putting in place a waiting list for the scheme if it’s receiving

too many referrals. You need to consider how the waiting list will be

managed, it may be on a ‘first come, first served’ basis or may

involve prioritising clients depending on factors such as the level of

support already received.

CLIENT ASSESSMENT

If the client meets the referral criteria, the next step is to carry out a

client assessment. This should take place in the venue where the

befriending will take place, usually the home of the client. The client

assessment provides an opportunity to find out more about the client

and their expectations of the service.

The client should be given appropriate information about the scheme,

the organisation and what the volunteer will be expected (and not

expected) to do. There should be an opportunity to ask questions about

the scheme. It is important to also ensure that the client actually wants a

befriender, as this is not always the case.

Areas to cover at the assessment include:

Aims of the befriending scheme

Volunteer role and responsibilities

Confidentiality

Boundaries

Details of contact person from your organisation

Procedures for reporting issues/concerns

What to do if they need to cancel a visit

Support available

Matching process

Next steps.

The client assessment should also form part of your overall risk

assessment. The risk assessment should take into account the home of

the client if this is where the befriending will take place and the client

themselves.

SAMPLE CLIENT REFERRAL FORM

CLIENT DETAILS Name: ………………... D.O.B: …………………………… Address: ……………... Client Tel: ……………………….. Next of Kin: ………….. Next of Kin Tel: …………………. REFERRAL AGENT (e.g. GP, Social Worker, Probation Officer) Name: …………………………………. Address: …………………………………. Tel: ………………. Email: …………………… DETAILS OF ANY RELEVANT MEDICAL CONDITIONS/SPECIAL NEEDS: …………………………………………………………………………………. ARE THERE ANY OTHER AGENCIES PROVIDING SUPPORT? IF SO, GIVE DETAILS INCLUDING DATES, TIMES etc.: …………………………………………………………………………………. PLEASE INDICATE LEVEL OF FAMILY SUPPORT: …………………………………………………………………………………. PLEASE OUTLINE REASONS FOR REQUESTING VOLUNTEER SUPPORT: ……………………………………………………………………………….. NO REFERRAL SHOULD BE SENT WITHOUT PRIOR CLIENT/FAMILY CONSULTATION. HAVE YOU MADE THE CLIENT/FAMILY AWARE OF THIS REFERRAL?

YES / NO Referring Agent signature: Date: Agency: Tel:

DEVELOPING A VOLUNTEER ROLE DESCRIPTION

It is important to consider the tasks, skills and qualities that will be

required of volunteer befrienders before recruitment takes place and to

write up a clear volunteer role description.

A volunteer role description will help:

Recruitment and selection - this will identify the qualities and skills

that the role requires

Ensure that staff, volunteers, referral agents and clients are clear

about what tasks the volunteer is or is not expected to do

Help the volunteer to decide whether they are really suited to the role

Provide a structure for supervision

Provide a template for review.

The role description should include:

Title of role e.g. Volunteer Befriender

Information about the scheme including who it supports and its aims

Outline of volunteer tasks and responsibilities including:

- listening and chatting

- leisure activities

- attending supervision sessions as required

- undertaking essential training

- observing organisation's policies and procedures

- maintaining boundaries

- information on where the befriending will take place e.g. at the

home of the client, at a community centre.

DEVELOPING A VOLUNTEER ROLE DESCRIPTION (cont)

Volunteer specification - this should cover personal qualities,

attitudes, skills, experience and knowledge required of volunteers.

This will depend on the aims of the scheme, volunteer role and who

is being supported and may include:

- caring nature

- non-judgemental

- respectful

- good listening skills

- reliable

- good communication skills

- able to maintain confidentiality

- knowledge of issues affecting client group

Time commitment

Details of support available for the volunteer such as induction,

training, supervision, volunteer get-togethers, reimbursement of

expenses

Contact details for the organisation.

RECRUITING AND SELECTING VOLUNTEERS

The recruitment and selection process should be fair, inclusive, effective

and transparent.

Promoting the befriending opportunity

Before running a recruitment campaign, the organisation should

consider:

Who they want to target?

How many volunteers are needed?

What materials/resources they will use e.g. posters, leaflets, internet,

word of mouth?

Where they will advertise? Consider geographical area and locations

e.g. GP Surgeries, Libraries, Community Centres.

Diversity with regards to age, gender, race, religion etc. should be a

key consideration in a recruitment campaign.

Recruitment materials should include information on the organisation,

the role and details of a contact person who will deal with enquiries.

Initial Enquiry

Prospective volunteers who contact the organisation in response to

recruitment advertising need to be given clear information about:

The organisation

The befriending scheme

The befriending role and tasks including minimum time commitment

Support available e.g. expenses, training

Recruitment and selection procedures.

It is important to have a process in place for dealing with initial calls

including a contact person who can respond to any enquiries. It may be

useful to put together an application pack which should include:

information on the organisation, the role description and an application

form. Application forms should not be too complicated and should only

ask for relevant information.

SAMPLE VOLUNTEER APPLICATION FORM

Name: ……………………………

Address: ……………………………………………………………...

Tel: ……………………. Email: …………………….

Date of Birth: …………………..

1. Why do you wish to become a Volunteer Befriender?

2. Do you have any work experience or skills which might be useful for

Volunteer Befriending?

3. Do you have any hobbies or interests?

4. Please indicate when you would be available to volunteer (days/

times).

5. Are you prepared to travel a short distance to a client’s house if they

live slightly outside your immediate area? (N.B. travel expenses are

paid). Please tick:

□ Yes, I have access to a car and could travel

□ Yes, I could use public transport

□ No

SAMPLE VOLUNTEER APPLICATION FORM (cont)

6. Please provide details of any special needs or relevant medical

conditions.

7. Are there reasonable adjustments that we could make as part of the recruitment process that would enable you to enjoy equality of opportunity in seeking a befriending role with us? 8. Please provide names, addresses and telephone numbers of two Referees for the Befriending Scheme. (Referees can not be relatives). Reference 1 Reference 2 Name: …………………………… Name: .….…………………………. Address: ………………………… Address: .…..……………………… Tel No …………………………… Tel No: .…..………………………… Email: …………………………… Email: ……………………………… I confirm that all the details on the application form are correct and accurate.

Signed: ______________________

Date: ______________________

Declaration of Criminal Convictions, Cautions and Bind-Over Orders and consent to AccessNI check You have applied for a position that is defined as Regulated Activity under the Safeguarding Vulnerable Groups (NI) Order 2007. It also falls within the definition of an ‘excepted’ position under the Rehabilitation of Offenders (Exceptions) Order (NI) 1979. Any information received will be treated confidentially, and we will talk to you about it before a final decision is reached. After the decision is made the information will be destroyed. A check will only be carried out if you are considered to be the preferred candidate and are being offered an appointment. You must tell us now if you have ever been convicted of a criminal offence, or cautioned by the police, or bound over. You must tell us about all offences, even minor ones such as motoring offences, and ‘spent’ convictions, that is, things that happened a long time ago. If you leave anything out it may affect your application. Please complete the form attached and return it to the address given. The form also asks you to give your written consent to the check. If you do not consent we will not accept your application. Applicants can also submit a separate statement of disclosure if they wish. This may include details such as the particular circumstances around the conviction(s); how circumstances may have changed; and what has been learnt from the experience. In Confidence Do you have any prosecutions pending? □ Yes □ No (if yes, please give details) Have you ever been convicted at a court or cautioned by the police for any offence? □ Yes □ No If yes, please list details of all convictions, cautions or bind-overs. Give as much information as you can, including, if possible, the offence, the approximate date of the court hearing and the court which dealt with the matter.

DECLARATION AND CONSENT FORM

Declaration of Abuse Investigation(s) Have you ever been the subject of an Adult or Child Abuse investigation which alleged you were the perpetrator of any adult or child abuse? □ Yes □ No If yes, please list full details below including the name of the police unit or Health and Social Care Trust involved in the investigation. If possible, please provide the approximate date(s). Declaration and Consent I declare that the information I have given is complete and accurate, I understand that I will be asked to complete an AccessNI Disclosure Certificate Application Form if I am considered to be the preferred candidate and I consent to the Enhanced Disclosure Check being made, and I agree to enquiries relevant to this declaration. Signature: ………………………… Print name: ………………………. Any surname previously known by: …………………….. Position applied for: …………………….. Date: ……………………..

DECLARATION AND CONSENT FORM (cont)

REFERENCES

Taking up references is an important part of your risk management

process. Potential referees should be sent a covering letter, a reference

request form, a copy of the volunteer role description and some

information on your organisation, along with a pre-paid envelope for

returning the reference. You may wish to contact referees by telephone

if you feel you need a fuller picture.

Reference request forms should not be too complicated nor too time

consuming and have a clear structured format, this will encourage swift

completion and return.

SAMPLE REFERENCE FORM

REFERENCE FORM – CONFIDENTIAL

Name of Volunteer____________________________________

Volunteer Role ______________________________________

This role involves working with vulnerable adults/children and as an

organisation committed to their welfare we are anxious to know if you

have any reason at all to be concerned about this applicant being in

contact with such individuals.

□ Yes □ No

If you have answered yes, we will contact you in confidence.

If you are happy to complete this reference, all information contained on

the form will remain confidential. We would appreciate you being

extremely candid in your evaluation of this person.

How long have you known the person?

________________________________

In what capacity?

__________________________________________________

SAMPLE REFERENCE FORM (cont)

What positive qualities does this person possess?

How would you rate the person on the following:

Excellent Very Good Good Average Poor

1. Reliability � � � � �

2. Commitment � � � � �

3. Responsibility � � � � �

4. Maturity � � � � �

5. Self motivation � � � � �

6. Honesty � � � � �

How well does this person relate to other people?

_________________________________________________________

_________________________________________________________

Please give your impressions of this person’s suitability for volunteering.

_________________________________________________________

_________________________________________________________

Please give any other relevant information.

_________________________________________________________

_________________________________________________________

Name: (print) _____________________________ Signature: _____________________________ Date: _____________________________

INTERVIEW

The interview provides an opportunity to assess the suitability of the

prospective volunteer and to give the volunteer further information on

the befriending role and what is expected. Interviews can be formal or

informal.

The purpose of the interview is to:

Give the applicant more information about the organisation and the

role

Give the volunteer the opportunity to discuss relevant points, ask

questions and opt out if necessary

Get to know more about the volunteer.

It is helpful to use a standard interview form to ensure fairness and

consistency.

Before the interview

Familiarise yourself with the application from the volunteer and the

volunteer role description/specification

Familiarise yourself with the interview questions

Gather any information the volunteer might need or want

Make practical preparations

-allow enough time

-book a quiet and welcoming room

-inform anyone else who might need to know e.g.

reception.

At the start of the interview

Welcome the volunteer and make introductions

Thank the volunteer for their time and interest

Inform the volunteer of the format of the interview

Offer refreshments.

INTERVIEW (cont)

Useful interview questions

Why do you wish to volunteer with...?

Why are you interested in this role?

What do you hope to gain from volunteering?

What experience/skills/interests do you have that would help you in

this role?

Do you have any other questions?

Other important points to establish

Availability of volunteer

Volunteer’s knowledge/understanding of the client group and relevant

issues

Contact details for references if not on application form

AccessNI check to be carried out

Details of any additional support needed by the volunteer for the role.

After the interview

Volunteers should be informed at the end of the interview of the next

steps and timescales

Write up any notes/records while the information is still fresh

Follow up on any further information you need to help you make the

match or selection such as references

Keep the volunteer informed of your progress and any decisions

made as soon as possible

If the volunteer has been unsuccessful ensure that the reasons for

this decision are explained carefully and sensitively to the volunteer.

VOLUNTEER INDUCTION

Induction should take place before the volunteer commences their role

and should provide the volunteer with all the information they need to

carry out their volunteering duties.

A good induction should enable the volunteer to feel welcome and

valued, supported, more confident about their role and to understand

more about the organisation and what they will be doing.

It is useful to cover the following areas in an induction programme:

Information about your organisation - aims, philosophy, ethos,

services provided and why your organisation involves volunteers.

Information about the befriending scheme - background to the

scheme, clients, structure and management.

Volunteer role and responsibilities - role description, volunteer

handbook (if available), expectations of volunteers, code of conduct,

boundaries.

Policies and Procedures - important to provide the volunteer with a

copy of any relevant policies and procedures available and to go

through these with the volunteer (see page 6).

Support and Supervision - who should the volunteer report to?

How often will supervision take place? How do you make a complaint

or raise concerns? What support is available e.g. social events,

newsletters, training, expenses etc?

Important aspects of health & safety - tour of the building,

personal facilities, fire procedures, parking etc.

Introduction to other staff members/volunteers - it is good for

volunteers to meet with all staff and other volunteers involved with

the befriending scheme.

VOLUNTEER SUPPORT AND SUPERVISION

Support and supervision are closely linked but are not the same.

Support deals with the person while supervision deals with the task.

Support is an enabling role and focuses on the needs of the volunteers,

both personal and practical.

Support can be structured or unstructured and may include:

Good communication - regular contact by phone, email, letter.

Regular training - to equip volunteers for their role.

Social events/coffee mornings/outings to thank volunteers and make

them feel valued and appreciated. These events allow volunteers to

meet other volunteers in an informal setting.

Volunteer Newsletter.

Reimbursement of out of pocket expenses - it is good practice to

reimburse expenses if you have the funds to do so.

Nominate volunteers for local awards.

Supervision is about managing the task and how the volunteer carries

this out, in line with the aims and objectives of the organisation.

Functions of supervision include:

Monitor and evaluate task and performance

Improve confidence and competence in role

Recognise and deal with problems

Identify training needs

Provide a framework for agreement on change

Provide a framework for discussion about the role and

responsibilities

Provide a framework to share perceptions on how the work is

progressing. This encourages the volunteer to consider what is going

well and what is not going so well.

VOLUNTEER SUPPORT AND SUPERVISION (cont)

It is good practice to have a written policy on how often supervision

takes place and one to one supervision between the volunteer and

Volunteer Co-ordinator should take place at least once a year. This

ideally should be face-face but a telephone call is an acceptable option.

It is also good practice to use a standardised form and keep a record of

the notes taken at the meeting including action points and any issues

raised.

MATCHING PROCESS

A good match between the volunteer and client is likely to lead to a

longer term befriending relationship with less problems and risks and

will more likely have appropriate outcomes.

The matching process should take into account information gathered

through referral/application forms and through interviews/meetings/

assessments with both the client and the volunteer.

Issues to be taken into account when matching:

Client’s needs

Aims of the scheme

What choice, if any, will be given to clients and volunteers e.g. will

clients be given choice about age or gender of volunteer?

Skills and experiences of volunteer

Personalities

Interests/hobbies of client and volunteer

Availability

Locality - what travel costs may be incurred?

BOUNDARIES

It is extremely important that volunteers are made aware of boundaries

from the outset, this forms an important part of the risk management

process. It is good practice to have a clear and consistent written

document outlining the ‘dos and don’ts’ of the volunteer role. This could

form part of the Code of Conduct/Code of Behaviour for the volunteer.

Some suggestions around ‘dos and don’ts’ are given below.

Do:

Be prepared to listen and let the person talk

Observe confidentiality at all times

Let the Volunteer Co-ordinator know if you have to cancel a visit

Keep to set days and times for visits unless discussed with the

Volunteer Co-ordinator

Be helpful and sensitive

Inform the Volunteer Co-ordinator of any concerns or incidents such

as behaviours or deteriorating health

Respect the client as an individual

Don’t:

Accept money from clients

Administer medication

Undertake any form of personal care e.g. toileting, washing, dressing

Lift or move heavy objects

Become involved in family disputes or personal affairs

Enforce your own religious or political opinions on a person

Give your personal contact details to the client unless discussed first

with the Volunteer Co-ordinator.

These lists are not exhaustive and will depend on the volunteer role and

the scheme.

FIRST MEETING

The first meeting between the volunteer and befriending client can be

quite daunting. The Volunteer Co-ordinator should always be present at

the first meeting to make introductions, discuss practical issues around

the befriending relationship, answer any questions and to set a date and

time for the next visit.

Areas for discussion may include; the purpose of the relationship, role of

the volunteer, expectations, times, days and duration of visits,

procedures to follow if volunteer/client cannot attend a scheduled visit,

confidentiality and boundaries. These areas may already have been

covered at interview stage and induction, however it is good to go over

these again to ensure clarification with both the volunteer and service

user.

After the meeting, the Volunteer Co-ordinator should make a follow up

call to both the client and volunteer to discuss how the introduction

went. If either the client or volunteer are not happy with the match and

are not willing to meet again, this must be handled with extreme

sensitivity.

The Volunteer Co-ordinator will need to provide extra support for the

client and volunteer in the first few weeks of being introduced as both

get to know one another. Regular contact by email, telephone or in

person is important.

ENDINGS

Befriending relationships can come to an end for many reasons. It may

be that the relationship was for a fixed period of time or that both

volunteer and client have reached a mutual agreement to end the

relationship. In other cases endings may be one-sided and sudden; the

relationship may break down for personal reasons or as a result of ill

health or even death. As with the end of any relationship, this may

evoke a range of feelings for the volunteer and client such as relief,

distress, sadness, disappointment or anger.

Important points to consider:

Where issues or problems arise, it’s important for the Volunteer

Co-ordinator to act promptly to see if the issues can be resolved; it

may be that more support is needed for the volunteer, a short break

or a different time/day for visits. Regular communication and ongoing

support for clients and volunteers is important to ensure that any

problems are identified and dealt with as early as possible.

If a relationship does break down this should be communicated

sensitively to both parties. The referral agent should also be

informed.

Focus on the successful elements and achievements of the

relationship.

Consider another match for the volunteer and/or befriending client, if

appropriate.

Complete an exit interview and questionnaire for both client and

volunteer. You may want to include questions around reasons for

leaving the scheme, whether the scheme met original expectations,

positive aspects, negative aspects, support given etc.

MONITORING AND EVALUATION

Monitoring and evaluation are different but related processes.

Monitoring involves routine and systematic collection of data to provide

information about the scheme and what it delivers.

Evaluation involves analysing monitoring information to see how the

scheme is performing against its objectives and targets and whether it is

achieving what it was set up to do.

Why are monitoring and evaluation important?

Ensure delivery of a quality service for clients, volunteers and referral

agents

Provide relevant information for funders and other stakeholders

Be aware of what is going well and areas for improvement/

development

Assist organisational planning.

Information that you monitor will depend on the aims and objectives of

the scheme and will often be agreed with funders. Some examples of

information that may be useful to collect are given below.

Number of referrals to the scheme

Number of volunteers recruited

Number of training sessions delivered for volunteers

Number of befriending matches

Number of hours of befriending delivered each week/month

Equality/diversity monitoring

Feedback from service users, volunteers and referral agents.

It is important to have systems in place for collecting and analysing data

and to ensure that information is recorded on a regular basis.

MONITORING AND EVALUATION (cont)

Evaluation involves using information gathered to make judgements

about the scheme and its outcomes. Areas to consider when evaluating

a scheme may include:

Whether the service has been successful in achieving its objectives

Whether there have been any unexpected outcomes

The impact of the scheme

Does the evidence indicate that there is still a need for the service, or

even a need for expansion?

Are more resources needed to deliver the service?

Evaluation will use monitoring information but may also require

gathering of additional information.

Methods for gathering information for monitoring and evaluation

purposes include:

Monthly reports to include quantitative data around the scheme e.g.

how many hours of befriending delivered, how many matches etc

Questionnaires

Evaluation forms

Discussion groups

Referral forms (service users and referral agents)

Application forms (volunteers)

Waiting lists

Equality monitoring

Support and supervision notes

Records of complaints.

USEFUL CONTACTS

For information, resources and training on good practice around

befriending and volunteer management

Volunteer Now

Community Projects Team

129 Ormeau Road

Belfast

BT7 1SH

Tel: 028 9023 2020

Email: [email protected]

www.volunteernow.co.uk

Mentoring and Befriending Foundation

Suite 1, 4th Floor, Building 3

Universal Square

Devonshire Street North

Manchester

M12 6JH

Tel: 033 0088 2877


www.mandbf.org

Befriending Networks

63-65 Shandwick Place

Edinburgh

EH2 4SD

Tel: 013 1225 6156


www.befriending.co.uk

USEFUL CONTACTS (cont)

Access NI

PO Box 1085

Belfast

BT5 9BD

Tel: 030 0200 7888


www.dojni.gov.uk/accessni

©Volunteer Now

September 2012

Volunteer Now delivers services across Northern Ireland. We have offices at: 129 Ormeau Road 34 Shaftesbury Square Belfast Belfast BT7 1SH BT2 7DB Houston’s Mill Fermanagh House 10 Buckna Road Broadmeadow Place Broughshane Enniskillen BT42 4NJ BT74 7HR Ballybot House 28 Cornmarket Newry BT35 8BG T: 028 9023 2020 E: [email protected] W: www.volunteernow.co.uk

Reasonable precautions have been taken to ensure information in this publication is accurate. However it is not intended to be legally comprehensive; it is designed to provide guidance in good faith without accepting liability. If relevant, we therefore recommend you take appropriate professional advice before taking any action on the matters covered herein. Registered Office: 129 Ormeau Road, Belfast, BT7 1SH. A Charity (Inland Revenue) No. XT22896. Company Limited by Guarantee No. NI602399. Registered in Northern Ireland.

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